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<ul><li>Change is a process that can be enabled, not managed </li></ul><ul><li>The change process must be linked to business and performance goals </li></ul><ul><li>Building capacity to change is a strategic imperative </li></ul><ul><li>Building capacity for change is an evolutionary process </li></ul>Principles of Change

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<ul><li>Effective change processes require a systemic view of the organization </li></ul><ul><li>The change process involves both organizational and personal transitions </li></ul><ul><li>Behavioral change is a function of perceived need and occurs at the emotional, not the intellectual level </li></ul>Principles of Change

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<ul><li>Resistance to change is predictable reaction to an emotional process and depends on a person’s perception of a change situation </li></ul><ul><li>A handful of change enablement best practices account for the success of most change processes </li></ul><ul><li>Change strategies are situational </li></ul>Principles of Change

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<ul><li>Motivating Change </li></ul>Motivating change and creating readiness for change Sensitize organizations to pressure for change Reveal discrepancies between current and desired states Convey credible positive expectations for the change

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Force Field Analysis Model Strengthening or adding driving forces Removing or reducing restraining forces Changing the direction of some of the forces Change

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Group Exercise <ul><li>Take this opportunity to think of a situation in your organization where Force Field Model could be demonstrated. Begin by identifying a change being instituted in your organization. </li></ul><ul><li>List the driving forces </li></ul><ul><li>List the restraining forces </li></ul>

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Roles in Organizational Change Change Sponsor Change Agents Change Target These are individuals or groups with the power to determine that a change will occur These are individuals or groups responsible for seeing that a previously determined change occurs These are individuals or groups who are asked to change something (knowledge, skills, or behavior) as a result of the change

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Influencing Key Stakeholders A set of questions designed to profile an individual stakeholder: <ul><ul><li>Reluctant and occasional </li></ul></ul><ul><ul><li>Make response to threats </li></ul></ul><ul><ul><li>Assertive and direct </li></ul></ul><ul><ul><li>Deception and subtlety </li></ul></ul>What is their style of using power? <ul><ul><li>What is their source of power ? </li></ul></ul><ul><ul><li>What they can control: money, time, resources, people, information ? </li></ul></ul><ul><ul><li>Who they can influence: friends, admirers, those who feel obligation ? </li></ul></ul>Power

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Influencing Key Stakeholders <ul><ul><li>Changes their power ? </li></ul></ul><ul><ul><li>Affects other needs ? </li></ul></ul><ul><ul><li>Affects goals, objectives and interests ? </li></ul></ul><ul><ul><li>Opposition, uncertainty or support ? </li></ul></ul><ul><ul><li>Action now or ‘wait and see’ ? </li></ul></ul><ul><ul><li>Open action or hidden action ? </li></ul></ul><ul><ul><li>Individual action or acting with others ? </li></ul></ul>What is their likely response to the change? How does the change really affect them? Effect of Change

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Influencing Key Stakeholders <ul><ul><li>Significant or limited ? </li></ul></ul><ul><ul><li>Local or widespread ? </li></ul></ul><ul><ul><li>Recoverable or permanent ? </li></ul></ul>What would be the impact of their response? Effect of Change

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Influencing Key Stakeholders What would make them more supportive of the change? <ul><li>Information / understanding ? </li></ul><ul><li>Involvement and ownership ? </li></ul><ul><li>Changes in planned actions? </li></ul><ul><li>Direction from more senior managers ? </li></ul><ul><li>Evidence of the success of the change ? </li></ul>What would make them less supportive of the change? <ul><li>Personal threat ? </li></ul><ul><li>Non-involvement in decisions ? </li></ul><ul><li>Personal rivalries ? </li></ul><ul><li>Insufficient evidence in ‘trial period’ (defined by them) ? </li></ul>Influencing Key Stakeholders

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4. Managing the Transition Current State Desired Future State Transition State <ul><li>Activity Planning </li></ul><ul><li>Change Management Team </li></ul>

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5. Sustaining Momentum Sustaining Momentum Providing Resource for Change Building a Support System for Change Agents Developing New Competencies and Skills Reinforcing New Behaviors Staying the Course

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There is an explicit strategy and structure which define the nature and sequence of specific activities and resources required to facilitate the change process. Change Architecture Communication An infrastructure and plan is in place to build awareness of change goals, communicate progress toward attainment of these goals, and encourage collective ownership of the change process and outcomes. Change Enablement – Best Practices

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Human Resources processes - recruiting, training, measuring and rewarding - are aligned to drive new behaviors in support of the business vision. Performance Management Change Enablement – Best Practices

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Leaders’ values and behaviors are aligned with the business vision; leaders possess the skills to drive the change process to completion, and accept the responsibility for doing so Leadership Capacity Team & Individual Capacity Actions have been taken to increase individuals’ and teams’ ability to enact the business vision and operate effectively in the new environment. Change Enablement – Best Practices

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The organization has assessed the alignment of the current culture with the change process and built new values and behaviors as appropriate to support it. Cultural Capacity Change Enablement – Best Practices